Assessment Center Overview
Identifying, developing and training top talent are the keys to success in today’s competitive world. If you’ve read Good to Great by Jim Collins or TopGrading by Bradford Smart, you know that having the right people in the right jobs can make the difference between GOOD and GREAT companies, maybe even failure and success.
So, how do you select and retain top talent for our organization? We believe you do so by conducting structured behavioral interviews based on information available from resumes, background or reference checks, AND the use of highly validated and effective assessment tools that measure the behaviors, values and competencies necessary to achieve success for your organization.
That’s why we’ve put together a complete line of highly validated assessment tools to assess existing or potential employees. Whether you are hiring associate level employees OR executives to chart the course for your organization, we will provide you with the right assessment tool or tools to identify the competencies, behaviors, and values critical to hiring the right person and making your organization great.
We use the U.S. Department of Labor’s guide, Testing and Assessment: An Employer’s Guide to Good Practices
to evaluate and recommend the assessment tools we offer our clientís and recommend that our clients review this guide to insure that their hiring practices are consistent with the guidelines provided by the DOL.
For more information about our assessment services, please feel free to contact us.
Summaries of the tools we have available are listed below. We believe that assessment tools should be chosen and implemented based strictly on the needs of our clients.
Imagine a bicycle. The front wheel directs the bike, however, it’s the rear wheel that provides the power and energy to move forward. PASSIONS are the power, energy, and drive behind what we do. Ever wonder why some people are highly motivated by $$$ and others are not? PASSIONS provide great insight into what motivates or “drives” us to behave in the way that we do. Simply put, our top two or three values or attitudes move us into action and when you and your employees understand their top two or three attitudes, you will both move more quickly toward the achievement of your potential. The seven values or attitudes measured by the PASSIONS assessment are:
- Aesthetic: the appreciation for beauty, form and harmony, personal growth
- Economic: the need to grow, invest, build and take risks; the desire to realize a positive return on their investment of time, talent and resources
- Individualistic: the desire to be unique, set oneself apart, recognition
- Political: the desire to lead, control, take charge, compete; have influence over one’s environment or success
- Altrustic: the desire to help others, to serve, give of one’s time, resources and energy to make a difference
- Regulatory: the desire to establish order, routine and structure, promote rules, policies, maintain traditions and standards
- Theoretical: the desire to search for truth, acquire knowledge, solve problems, reasoning
Often referred to as the universal language of behavior, the DISC is a behavioral assessment that gives us insight into how we respond to problems and challenges, interact with and influence people, react to the pace of the environment and respond to rules and procedures set by others. An excellent adjunct to other hiring tools, DISC can help you ensure that the natural behavioral tendencies of any candidate are or are not consistent with the behavioral requirements of the job.
When used in conjunction with PASSIONS as a part of leadership development and team building, the DISC is an excellent resource for helping team members better understand one another and why they approach problems, people, the environment and procedures differently. In other words, it helps create awareness, acceptance and understanding. And better understanding of our differences, leads to better communication, more effective team work and improved customer service.
JUDGMENTcompass Employability and JUDGMENTcompass Coaching Reports:
The assortments of JUDGMENT
compass Reports are designed to reveal potential strengths, limits, and biases in an individuals’ judgment. For individuals and groups, the JUDGMENTcompass report will provide critical feedback in three areas
- Intrinsic people skills and relational judgment – how the individual will deal with and treat customers/patients, employees, and co-workers.
- Extrinsic task orientation and work ethic – does the individual have a strong work ethic and are they task oriented.
- Systemic ability to see broader perspectives, implications and consequences – the “big picture” or broad vision perspective of where a department or organization should go.
Use the JUDGMENTcompass Employability
report to provide any HR manager with the needed information to make better decisions on top candidates and to remove their own bias in the staffing process. It will pinpoint the risk of performance in 20 skill and competency areas and provide interviewing questions to help expose the potential issues.
Use the JUDGMENTcompass Coaching
report for a new hire or current team member to identify areas of strength, areas for growth, and areas where potential blocks in judgment can lead to performance issues. This provides incredibly important information for the manager, team members, and the L&D departments as they chart a development course to keep a top hire engaged.
EQi 2.0 Leadership Report:
The EQ-i 2.0 measures emotional intelligence (EI) and how it can impact people and the workplace.
EQ 360 Report:
While the EQ-i 2.0®
identifies the level of a client’s emotional and social functioning based on his or her responses, the EQ 360 assessment provides a more in-depth analysis by having those who work with the client provide information as well. When observer ratings are compared with the results of an EQ-i 2.0 self-report, a more complete 360 degree profile emerges. The EQ 360 identifies key employee strengths that can be leveraged to the benefit of the organization, as well as impediments to high performance that could be improved.
A fully integrated suite of assessment tools, the Personal Global Profiles System or GPS, provides insight into a variety of personal characteristics found to be important in the successful completion of any job.
The GPS Motivations Suite includes a detailed look at what motivates individuals from the perspective of the own personal needs, their values and their interests. The GPS Capabilities Suite focuses on job specific knowledge, skills and experience as well as 93 specific capabilities that are transferable from one situation to another. This analysis identifies our level of strength for each of the 93 capabilities, the level of difficulty associated with developing each and the length of time required to do so.
The GPS Capabilities Suite also provides an analysis of our willingness as well as our ability to effectively deal with changing, unfavorable, difficult, new and ambiguous situations. Research has clearly shown that this dimension has become increasingly important for personal success in our ever changing world.
Barrett Values Culture Survey and Climate Study
Joines Personal Adaptations Questionnaire
Subscribe to Accountability Matters.
In my 20 plus years experience in executive education, most development programs focus on the acquisition of organizational knowledge, operational systems, and business tools. Little time is devoted the leader’s self discovery. Ironically, the greatest programmatic impact I have personally experienced, and witnessed, has been through the exploration of the impact of self on the leadership role. Rich Ruhmann does a masterful job of guiding even the brightest and most skeptical leaders through a process where they come face to face with the ways in which they sabotage their own efforts. And importantly, Rich helps leaders draw on their unique strengths to improve their effectiveness. Significantly improved partnerships across disciplines, more authentic relationships with subordinates, clearer communication, and more deliberate team decision-making are some of the visible successes of Rich’s work across the Yale New Haven Health System.
Dr. Michael Pepe
VP and Executive Director, Institute for Excellence
Yale New Haven Hospital